Perceptions of sales force automation: Differences between sales force and management

Differences between management and salespeople in their perceptions of a new technology can affect the acceptance and implementation of that technology. For sales force automation (SFA) systems, the differences in the perceptions held by management and salespeople toward the SFA can affect the successful adoption and implementation of the system by the organization. This paper reports the results of an investigation that focused on the differences in perceptions held by the United States Army's recruiting force and its higher level management toward the Army's newly adopted SFA system, the Army Recruiting Information Support System (ARISS). The results of the study indicate that significant differences exist between the perceptions held by the recruiting force and higher level management toward ARISS, the SFA system. The results offer important insights into managing SFA system deployment and gauging user expectations.     

The impact of management commitment alignment on salespersons' adoption of sales force automation technologies: An empirical investigation

Marketing and information systems scholars have explored several factors that affect sales force automation (SFA) technology adoption. In this study, we introduce a new antecedent to the SFA adoption model, management commitment alignment (MCA). We show that alignment between top management and immediate supervisors' commitment to the SFA technology is an important factor in influencing SFA adoption. Results show that while commitment from both leadership levels (perfect alignment) is the most conducive to SFA adoption, misaligned commitment conditions have differential effects on adoption. Specifically, even when supervisors are committed to sales technology, lack of top management commitment can hurt SFA adoption. Managerial implications of the findings and directions for future research are discussed.     

Understanding sales force automation outcomes: A managerial perspective

Despite the growing importance and potential of sales force automation (SFA), failure rates for SFA implementations have been reported to be as high as 55-80%. Given the growth of SFA programs, the potential effectiveness and efficiency SFA can bring to the sales force, and the magnitude of SFA failures, it is surprising that relatively few studies have addressed this important and timely topic. Many of the early studies have focused on the adoption and diffusion/infusion of SFA programs from an information technology perspective. The results of these studies have been inconclusive in explaining SFA implementation failures. The purpose of this study is to add to our understanding of SFA failures by investigating a broader set of implementation factors than those typically included in acceptance of technology studies. We conducted in-depth personal interviews with executives from three global organizations who were responsible for SFA initiatives in their firm. Results from the in-depth analyses yield recommendations and a proposed model to assist managers in the implementation of their SFA as well as getting their salespeople to “buy-in” to the SFA, and ultimately reduce SFA failures.     

Salesperson's innovation resistance and job satisfaction in intra-organizational diffusion of sales force automation technologies: The case of South Korea

One of the rapidly growing areas in industrial marketing is the application of sales force automation (SFA) technologies to help improve the efficiency of the sales force task. What is often overlooked is that there are some potential negative effects related to SFA technologies that arise when these innovations are forcefully adopted on the individual salesperson. This study empirically examines the psychological and social antecedents of salespeople's resistance toward SFA technologies in South Korea. Unlike previous studies that only looked at adoption, this studies adds to the literature on SFA technologies by looking at resistance toward innovation in the post-adoption or intra-organizational diffusion stage. This study looks at the direct and indirect relationships between innovation resistance and some key constructs such as job satisfaction, job performance, self-efficacy, group-efficacy, innovativeness, and peer usage. This study represents also one of the very few empirical studies conducted on sales force behavior in South Korea and as such may offer some insights on sales force management in collectivist cultures.     

Technology improves sales performance—doesn't it?: An introduction to the special issue on selling and sales technology

Firms around the globe are rushing to invest in sales force technology or sales force automation (SFA). SFA appears to mean different things to different people. For example, management and sales personnel view the need for, application of, and advantages of SFA quite distinctly. As a result of technology, this special issue examines many areas of sales force automation to provide both practicing managers and sales force academicians with a clearer perspective of new technology in the B2B marketplace. This article introduces the special issue topic, individual contributors, and acknowledges support proffered by myriad individuals.     

Strategic planning in a turbulent environment: evidence from the oil majors

The long‐running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In‐depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication. Copyright © 2003 John Wiley & Sons, Ltd.     

Impediments to sales force automation

Sales force automation (SFA) occurs when firms adopt technology to improve the efficiency and effectiveness of sales-related activities. Research has shown, however, that 55-75% of SFA projects fail. This paper first identifies and explains impediments that exist in three SFA areas: planning, communication, and evaluation. The high failure rate of SFA can also be explained by gaps that exist, between the sales force and management, in SFA perceptions and goals. Finally, after discussing each of these areas, study implications are provided to sales managers and suggestions are offered for future research.     

Moving beyond the direct effect of SFA adoption on salesperson performance: training and support as key moderating factors

To our knowledge, this research is the first to focus on the critical moderating role that user training and support play on the relationship between the use of sales force automation tools and salesperson performance (i.e., effectiveness: percent-to-quota and efficiency: average number of calls per day). Hypotheses are tested using survey data from a sample of 108 salespeople in a business-to-business context and archival sales performance information. Moderated regression analysis results indicate that the use of sales force automation tools only enhances salesperson efficiency and effectiveness under conditions of adequate user support and training. In fact, under low levels of user training and support, the use of sales force automation tools was found to reduce salesperson efficiency and effectiveness. These findings have important implications for IT and sales managers since the results show that only under certain conditions will companies realize a return on their investment in SFA tools. Limitations and future directions for research are then discussed.     

How does sales force automation influence relationship quality and performance? The mediating roles of learning and selling behaviors

Sales force automation (SFA) technologies are increasingly used to support customer relationship management strategies. However, previous studies have reported mixed results about the performances of SFA technologies. Therefore, this study seeks to further examine the impact of SFA usage on both customer relationship quality and sales performance. Additionally, the mediating roles of learning and adaptive selling behaviors on the outcomes of SFA usage are investigated. The results highlight the mediating role of salesperson learning and adaptive selling behaviors in the SFA usage and sales performance relationship. Especially noteworthy is the impact of learning through adaptive selling on those outcome variables. Implications for SFA research and practice that may further improve our understanding of this increasingly relevant topic are also offered.     

Salesperson competitive intelligence and performance: The role of product knowledge and sales force automation usage

This research models and tests the relationship between a salesperson's product knowledge, competitive intelligence behaviors (SCIB), and performance. Moreover, the research examines how a salesperson's use of a sales force automation (SFA) system influences the knowledge–SCIB–performance relationship. Our model and empirical evidence suggest that a salesperson's product knowledge influences performance indirectly through SCIB, and that this indirect influence is moderated by salesperson SFA use. Results show that the indirect positive influence of salesperson product knowledge on salesperson performance through SCIB is attenuated as SFA use increases, and enhanced when SFA use decreases. Theoretical and managerial implications are presented, followed by a discussion of limitations and future research.     

Impact of sales force automation on technology-related stress, effort, and technology usage among salespeople

This study unveils factors affecting sales force automation (SFA) technology usage by salespeople. It differs from previous research by: (1) proposing a model that examines the consequences of task complexity on role perceptions and technology usage, and (2) understanding the negative repercussions of SFA technology on the user. The proposed model was tested using data from 150 salespeople employed by a national organization. The results suggest that integration of SFA technology induces adverse role perceptions in salespeople. However, controlling for extraneous variables, effort is significantly related to salespeople's usage of technology. Key managerial implications for theory and practice are discussed.     

WHICH FIRMS EXPAND TO THE MIDDLE EAST: THE EXPERIENCE OF U.S. MULTINATIONALS

We examine the characteristics of U.S. multinationals that control operations in the Middle East, a geographic region in which the foreign investment climate has been unfavorable. By comparing U.S. multinationals in the Middle East to a random sample of U.S. multinationals absent from the region, we find that the former have significantly greater R&D intensity and sales than the latter. Dividing multinationals with a presence in the Middle East between those in Israel and those in other countries, we find that the former are more R&D intensive, have a greater proportion of overseas sales, but are smaller in terms of total sales. We discuss the strategic implications of these findings and highlight avenues for future research. © 1997 by John Wiley & Sons, Ltd.     

Strategic intelligence activity: The management of the sales force as a source of strategic information

Environmental information is very important to strategic management. Human sources are among the most commonly used sources of information and among them, boundary people, such as salesman, hold a privileged position. One dimension which measures the quality of a strategic response is its speed of implementation. Recognizing this, to ensure a good (fast) strategic response, fast communication of information is imperative. This article focuses on factors which influence the speed of communication of environmental information. It is based on an exploratory research which has been carried out on a sample of salesmen of an industrial company. Management policies regarding the use of the sales force as an efficient source of strategic information are proposed in conclusion.     

How new top managers use control systems as levers of strategic renewal

This research is a longitudinal study of 10 newly-appointed top managers; the research focuses on understanding (1) their business vision and strategy and (2) how they use formal control systems as levers of strategic change and renewal. The results reported in the paper are based on data collected over a period of approximately 18 months following the appointment of each new manager. Analysis of the data suggests that control systems are important levers used to manage both evolutionary and revolutionary change. In situations of strategic change, control systems are used by top managers to formalize beliefs, set boundaries on acceptable strategic behavior, define and measure critical performance variables, and motivate debate and discussion about strategic uncertainties. In addition to traditional measuring and monitoring functions, control systems are used by top managers to overcome organizational inertia; communicate new strategic agendas; establish implementation timetables and targets; and ensure continuing attention to new strategic initiatives.     

Sales force technology usage—reasons, barriers, and support: An exploratory investigation

Increasingly, salespeople are being asked to adopt and use a variety of technologies to increase their selling productivity and efficiency, including sales force automation and customer relationship management technologies. However, little research has investigated what happens once sales force automation (SFA) technology is adopted. This paper explores the reasons why salespeople use SFA technologies, the perceived barriers to SFA usage and how management can increase the usage of SFA technology. First, a qualitative study was performed to gain insight about salespeople's automation technology usage and the reasons why some salespeople fully use or do not utilize technology. After the initial study, 130 salespeople were surveyed. More productivity/efficiency was the main reason why salespeople use technology, the lack of management and technical support proved to be the main barrier to usage, and training proved most effective in increasing usage of SFA technology. Sales managers are provided with implications of the findings.     

Value creation and firm sales performance: The mediating roles of strategic account management and relationship perception

Research on relationship management has extolled the virtue of sellers creating value for their customers. Indeed, loyal relationships, defined as repeated business exchanges, tend to flourish when firms create and deliver value to their customers. While few argue this premise, questions remain regarding the precise delineation of a firm's value creation competence and the mechanism by which it influences the firm's performance. In the current study, the authors define the value creation competence concept and find empirical evidence for its positive effects on firm sales performance (e.g., new customer leads, close rates, retention, revenue, etc.). Interestingly, the results suggest this effect is mediated by strategic account management and the perception of the relationship held between buyer and seller. Both of these findings have implications in establishing that a firm's value creation competence translates into improved sales performance, mediated by strategic account management and relationship perceptions.     

Resource orchestration in practice: CEO emphasis on SHRM,commitment‐based HR systems,and firm performance

In order to be effective, managers at all levels of the firm must engage in resource management activities, and these efforts are synchronized and orchestrated by top management. Using a specific type of strategic resource, commitment‐based human resource systems, we examine the effect of CEO resource orchestration in a multi‐industry sample of 190 Korean firms. Our results demonstrate that CEO emphasis on strategic HRM is a significant antecedent to commitment‐based HR systems. Furthermore, our results also suggest that CEO emphasis on strategic HRM has its primary effects on firm performance through commitment‐based HR systems. This finding underscores the importance of middle managers in operationalizing top management's strategic emphasis, lending empirical support to a fundamental tenet of resource orchestration arguments. Copyright © 2013 John Wiley & Sons, Ltd.     

Adding value in global B2B supply chains: Strategic directions and the role of the Internet as a driver of competitive advantage

The Internet increases the likelihood of “disintermediation” in global B2B supply chains. At the same time, opportunities for intermediaries to generate incremental value for other channel members are opened up. The discussion highlights three such strategic directions — “information rich”, “relational exchange” and “joint-learning” — with the focus on the role played by the Internet in the implementation of these strategies. Particular attention is also given to the experience of a leading Hong Kong intermediary to illustrate the alignment of the Internet with each of these strategies for enhancing the competitive position of intermediaries in global supply chains.     

Knowledge-based sales management strategy and the grafting metaphor: Implications for theory and practice

An assessment of sales research reveals limited theoretical sophistication and grounding, less focus on intraorganizational issues, over emphasis on the micro (salesperson) versus the macro (sales function) aspects in sales management, and the criticality of knowledge to sales management. Although marketing literature draws on metaphors for theory development, there is very little sales management research that relies on metaphors for theory. In addition, reflecting the recent changes in the external environment, there have been several calls to research knowledge-based sales management. Therefore, this article explores knowledge grafting - a new theoretical metaphor - in the context of knowledge-based sales management. In doing so, first, we briefly overview the metaphor literature. Second, we introduce and evaluate the grafting metaphor. Third, we discuss the important issues of knowledge-based sales management. Fourth, we describe the knowledge grafting process and develop a knowledge grafting based conceptual framework in the context of sales management. Fifth, we discuss the strategic normative imperatives for practice. Finally, we conclude with a call for future research.     

Sales force obsolescence: Perceptions from sales and marketing executives of individual, organizational, and environmental factors

The trade and academic literature is replete with observations that many sales organizations are in the midst of a redefinition of the strategic role of their sales forces. With today's market forces, change is overdue in many sales organizations. Consequently, the issue of whether the sales force is becoming obsolete has come to the forefront in recent years. As business environments change rapidly, the relevance of the modern sales force comes into question. Data were gathered from 245 midlevel sales and marketing executives on perceived sales force obsolescence. Our findings suggest that obsolescence is a phenomenon for sales organizations to address. The main findings of our study are (1) obsolescence is a phenomenon that affects sales professionals' feelings toward the job (job satisfaction) and outcomes (performance); (2) a firm's market orientation is very important in lowering perceived obsolescence; (3) a learning orientation is important in detecting symptoms of obsolescence; (4) age and education are related to perceptions of obsolescence depending on the type of industry in which the sales force competes: high- or low-tech; and (5) organizational changes can also have a bearing on the sales force's perceptions of obsolescence.